Manage staff of 90 oversee assets over $200 million and annual operating budget of $16 million. Operate 47 buildings with 1,385 units of housing serving 2,000 individuals. Opened 12Ave Arts in 2014. $47M project provides 88 apartments, 15,000 sq ft of Community office, 6500 sq ft retail a two performing arts theaters. CHH is a public corporation chartered by the City of Seattle as authorized under section 42 of the RCW.

Transformed agency from a local community group to a nationally award winning, city-wide organization increasing and diversifying the budget from $415,000 to $2.8 million and full-time staff from 6 to 43. (annual government funding grew from $3,000 to $1.2 million and social enterprise revenue of up to $400,000)Led day-to-day operations of organization, organizational growth, visioning, board and community relations and on-going strategic planning process unifying organizational, departmental and individual goals. Introduced the concept of therapeutic community as the operational model for our core service. Created, funded, and implemented new housing, supportive services and training programs including opening a social enterprise restaurant called Cafe Too. Clientele increased from 30 to over 1,000 served annually. Led and implemented successful mergers with two similar non-profits. Imbued the organization with an entrepreneurial value system while maintaining an atmosphere of dignity and respect for our clientele, our staff and the communities where we do business. Served as board member of Chicago Continuum of Care and Partnership to End Homelessness helping write and establish 10-Year Plan to End Homelessness and facilitating the merger of the two organizations.

Managed $1.85 million budget and oversaw all aspects of development, human resources, finances, and communications. Built an internal operations infrastructure to replace Hull House Association, which had been fiscal agent for JARC up to 1996 including an organizational structure to maximize efficiency. Played lead role in attracting high caliber staff to agency.Oversaw the installation of local area network. Created and attracted funding for Transitional Service Team, an interdepartmental case management and program evaluation model. Co-wrote and negotiated contract with employee union.Played fundamental role creating Project JOBS, a complex neighborhood-wide partnership. Served on the Board of Organization of the Northeast.

opportunities for people who are homeless; Transformed a new agency from a state of disorder to a position of organizational stability and respect in the community by hiring and leading a competent staff of thirteen. Raised funding for and oversaw a strategic planning process and wrote a supportive service delivery plan based on a psycho-social rehabilitation model. Wrote and managed the first organizational budget ($450,000 annually), personnel policies and inventory and cash control systems. Wrote foundation and government grant proposals and raised thousands in individual and corporate donations. Attracted high-level volunteers to serve on several advisory committees.

Services to children and adults with developmental disabilities; Raised over $100,000 through events including planning and managing a telethon. Reorganized development office. Wrote giving opportunities plan. Created database for foundations and individuals. Wrote and submitted grant proposals. Developed and implemented corporate identity program.

Mediation and conflict resolution alternative to court; Received grants of $116,000 including government grants. Increased caseload by factor of six. Created and negotiated referral system with Kent County Court System. Managed full-time staff and over 30 volunteers. Organized all aspects of agency including intake and case development systems later adopted by other mediation centers.

Led agency in transition from Genesee County Department of Social Services pilot project to independent 501(c)(3).